Annual Business Plan - dgxmvz0tqkndr.cloudfront.net · People Strategy published Corporate...

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Annual Business Plan

2019 – 2020

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| Business Plan 2019 –2020 Business Plan 2019 –2020 |

Page

Chief Executive’s foreword 4

Introduction 6

Timelineofactivityfor2019-2020 10

OurPrioritiesfor2019-20 12

Headlinebudgetfiguresfor2019-2020 20

Contents

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Business Plan 2019–2020 |

Since we opened to the public in September last year, Social Security Scotland has successfully launched Carer’s Allowance Supplement and three Best Start Grant payments (the Pregnancy and Baby Payment, Early Learning Payment and School Age Payment) putting around £38 million into thepocketsofmorethan83,000peopleinScotland-andthisisjustthebeginning.

We haven’t got to where we are today allonourown–behindSocialSecurityScotland sits a team in the Scottish Government who have also been working tirelesslyoverthepasttwoyears.Theyhavedeveloped the policy that underpins what we deliver, they have designed the service that we administer and provided the IT infrastructurethatsupportsourdelivery.

Our number one priority is to get things up and running and, in doing so, to build the right foundations to foster a culture of dignity, fairness and respect, to gain public confidence and to enable ustoadaptandcontinuallyimprove.

In preparing for these changes and new challenges, we have to think carefully about whatweneed,notjusttodeliverourcorebusiness–whichispayingpeoplethebenefitsthatthey’reentitledto–butalsotosupport our continued growth in a positive, sustainable,healthyway.Wewillbeamuchbiggerorganisationattheendofthisyear–andbiggerstillattheendofthenextyear.

Inthenext12months,wewillseeourservice expand from the four payments thatwehaveonofferatthemoment.We willbebuildingcapacityinpreparationfor the launch of a range of disability benefits,whichwillbecomethemajorpartofouroperationinthefuture.

We are already fully engaged with our colleagues in the Scottish Government Social Security Directorate, supporting their work to develop our operations and put our coredeliveryservicesinplace.Wehaveakey role in helping them to understand what we will need to successfully administer this newsystem.

Helping people to claim their disability benefitentitlementrequiresnewservices.It also requires us to significantly increase the number of staff we have involved in local deliverywhowillprovideface-to-facepreapplicationsupport–forexample,whenrequiredtheabilitytodeliverface-to-faceassessments at locations that suit the individualbeingassessed.

That’s why building capacity is one of ourmainprioritiesforthecomingyear.‘Capacity’doesn’tjustmeanmorepeople–itmeansbroader,deeperandbetterembedded structures that will ensure that wearewell-organised,thatwecommunicatewell with everyone inside and outside our organisation and that we manage our work in a way that delivers value for money and keepsuswithinourbudget.

I don’t underestimate the challenges that lie ahead but I’m very proud of all that we have achieved so far, in so short a space of time.Ilookforwardtofurtherachievementsinthemonthsandyeartocome.

David Wallace Chief Executive

Chief Executive’s foreword

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Social Security Scotland is the social security ‘delivery arm’ of the Scottish Government.Wedonotmakesocialsecurity policy in Scotland as policy decisions, such as the amount of money that is paid out when someone receives a particular benefit or the dates on which new Scottish benefits are launched, are made byMinistersintheScottishGovernment.

Inthecourseof2019-2020,SocialSecurity Scotland will launch a further threebenefits.Thesewillbe:-

l Funeral Support Payment (Summer2019)

l BestStart:Foods (Summer2019)

l Young Carers Grant (Autumn2019)

About this documentOur Business Plan looks at the coming ‘reportingyear’.Itcoverstheperiodfrom1April2019to31March2020andsayswhatwewilldo.OurBusinessPlanisthesecond of three publications that explain howwewillcarryoutourworkoverall.

The first publication was our interim Corporate Plan, www.socialsecurity.gov.scot/what-we-do/corporate-publications/corporate-plan, that was published inSeptember2018,andthethirdonewill be our first Annual Report, which willbepublishedintheAutumn.

You can find our interim Corporate Planonourwebsite–www.socialsecurity.gov.scot.Acrossthesethreedocuments,wetalkaboutourStrategicObjectives,CommitmentsandPriorities.

OurfourStrategicObjectives,whichareexplained in our Corporate Plan, are the key areas we are focusing on as Social Security Scotlandgrows.OurStrategicObjectivesalso support the Scottish Government’s NationalPerformanceFramework.Youcan find out more about the National PerformanceFrameworkat– www.nationalperformance.gov.scot

Our Commitments, which are also shown in our Corporate Plan underneath each of ourStrategicObjectives,talkaboutwhatwe must achieve in order to deliver those four objectives.

Our‘Top20’Prioritiesforthisyear,assetout in this Business Plan, are the things we will do this year to make progress on our Commitments, in line with our Strategic Objectives.SettingourPrioritiesfor2019-20helps teams across our organisation to plan theirworkforthecomingyear.

On the next page of this document, you will find a timeline that shows our key milestonesoverthenexttwelvemonths.

Page20setsoutour‘Top20’Prioritiesfor2019-2020.Thesearethethingswehavetodeliver over the next year in order to make progresstowardsourStrategicObjectives.

At the end we provide information onourbudgetfor2019-20.

Introduction

www.socialsecurity.gov.scot/what-we-do/corporate-publications/corporate-plan

www.socialsecurity.gov.scot

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Information about our workSocial Security Scotland has to perform a range of duties some of which arerequiredbylaw.Wealsohavetoreportonourperformance,includingourperformanceagainsttheexpectationsinOurCharter.YoucanfindacopyofOurCharteronourwebsite–www.socialsecurity.gov.scot.

Wewillalsobeaddingmoreinformationtoourcorporatewebsite– www.socialsecurity.gov.scot/about-us/our-charter–tomakeiteasyforpeopletofindwhattheyneedto know.

What we are built on

National Performance Framework

SocialSecurity(Scotland)Act2018

Our Charter

Our longer term vision

Corporate Plan (ourstrategicobjectivesandcommitments)

How we are working towards this

BusinessPlan2019/2020 (our commitments and priorities)

How we all play our part

Unit,teamplansandpersonalobjectives

How we keep on track

Our Annual Report

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| BusinessPlan2019–2020

Timeline 2019-2020

Carer’s Allowance Supplement payment made

Best Start Grant Early Learning Payment launch

Best Start Grant School Age Payment launch

Measuring the Charter published

People Strategy published

Corporate Parenting plan published

Best Start Grant statistics published

Funeral Support payment launch

Updated Corporate Plan published

Young Carer’s Grant launched

Equality Strategy published

Property Strategy published


Carer’s Allowance statistics published

Autumn2019Spring2019 Summer2019 Winter2020

Annual Report and Accounts published

Best Start Foods launch


Social Security Scotland Performance Data published

Client and Staff Insights Research published





Carer’s Allowance Supplement payment made






Inclusive Communications strategy published


2019 2020

BusinessPlan2019–2020 |

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Our‘Top20’Priorities For2019-2020

How We Will Report On This

PrimaryStrategicObjective(Most Priorities will help to deliver more than one Strategic Objective, so we’ve just shown the objectives they are most closely linked to)

Delivering a service with dignity, fairness and respect at its core

Promoting Equality and tackling poverty

Ensuring efficiency and aligning our activities with wider public sector for the benefit of the people we serve

Contributing to our economy, society and protection of our environment

1 To publish feedback to show we are delivering inlinewiththecommitmentsinOurCharter.

Client insights data, Charter Measurement Framework

YES

2 To publish reports and assessments, including our Equality Strategy, to show what we are doing to address inequalities amongst the communities we serve and to meet our legalandotheressentialcommitments.

Equality Strategy, Corporate Parenting Plan, Annual Report, Equality Impact Assessments

YES

3 To publish our Communication Strategy, to show how we will communicate with the people we serve and our people, making sure that our messages areclear,inclusiveandeasytounderstand.

Communication Strategy Client/Staff survey

YES

4 To show that we are delivering change and improvementacrossourorganisation.

Change metrics YES

Strategic Objectives and ‘Top 20’ Priorities

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5 To publish our Risk Management Strategy, to show that we are developing the ability to manage operationalpolicyeffectivelyacrosstheAgency.

Risk Management Strategy, published guidance

YES

6 To publish statistics, research and other information about our performance, on a regular schedule, and use this information to improve the service we provide.

Statisticsetc.publications,Balanced Scorecard

YES YES

7 To deliver our Records Management Plan and ensuretheplanisacteduponinatimelymanner.

Records Management Plan YES

8 Torecruitthe100additionalstaffwewillneedtodevelopourfacetofaceserviceacrossScotland.

Annual ReportYES

9 To oversee and publish information on the number of requests for redeterminations and appeals against the decisions we make, making sure that clients are able to request these servicesinanopen,fairandtransparentway.

Annual Report, performance/statsetc.publications,BalancedScorecard

YES

10 To continue our ongoing engagement with people outside our organisation, to show how we will use theirfeedbacktoimprovetheservicesweprovide.

Engagement Strategy YES

11 To work with others to make sure that people are aware of our services, including each new benefit as it’s introduced, and that we reach and encourage people to apply for benefits as setoutinourcommunicationsstrategy.

Annual report YES

12 To deliver consistently high quality services in relationtothebenefitsthatwealreadyprovide.

Annual Report, performance/ statsetc.publications,BalancedScorecard

YES

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13 To prepare for the successful delivery of new benefits this year, working with partners to ensure the readiness of all necessary systems and processes, while also supporting the developmentoffuturedisabilitybenefits.

Annual Report, performance/statsetc.publications,BalancedScorecard

YES

14 To publish our People Strategy and report on our ongoing work to recruit a diverse workforce, while making sure that all of our people developandgrowasweexpandinsize.

People Strategy Action Plan YES

15 To develop a package of training for all of our people, to support them in delivering on our commitmentsinourCorporatePlanandOurCharter.

People Strategy Action Plan YES

16 To produce short and long term plans that will help us to deliver buildings that are functional, modern, flexible and accessible, to allow us to provide our services alongside otherexistingcommunityservices.

Buildings/Estates Strategy YES YES

17 To provide cost effective, accessible and safe travel options to support the provision of a flexibleandmobileserviceacrossScotland.

Annual Report YES

18 To make sure that our digital services, both inside and outside the organisation, aresecureandfitforpurpose.

Annual Report YES

19 To publish information on our budget and expenditure and show that our financial systems andprocessesareeffectiveandrobust.

Annual Report, Accounts YES

20 To ensure we get value for money when spending public funds, publishing reports to show that we havetherightcontrolsinplacetoachievethis.

Annual Report, Accounts YES

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We want our clients toenjoyapositiveexperience whenever theyinteractwithus.

That is why we want to measure our performance in ways that will help us evaluate the overall quality of our service, rather than the quantity ofthingswedo.Thismeansusingdifferentkinds of information and feedback to understand whatpeoplethinkoftheserviceweprovide.

In the columns on this page, we have listed some of the different kinds of information we will gather andmayusetoassessthequalityofourservice.Over time, we may use this information to set targets forimprovement.WewillpublishmoreinformationaboutthisinSeptember,inourAnnualReport.

Strategicobjective

Delivering a service with dignity, fairness and respectatitscore.

Promoting Equality and tacklingpoverty.

Ensuring efficiency and aligning our activities with wider public sector for the benefit of the peopleweserve.

Contributing to our economy, society and protection of our environment.

l Client survey responses

l Our people survey

l Feedback from complaints

l Referrals to Scottish Public Service Ombudsman,re:performance against Charter expectations

l Inclusive communication indicators

l Redeterminations carried out/upheld

l Appeals applied for/upheld

l Formal and informal feedback on our publications

l Outputs from different assurance activities

lTake-upofScottishbenefits


l Evaluation of Communication and Stakeholder Plans

l Annual Accounts


l Annual Accounts

l Fraud cases identified

l Recycle levels and reduction of waste to landfill Carbon emissions as a result of staff travel

Measuring the quality of our service

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Social Security Scotland budget for 2019-20 is as follows: £m

Operatingcosts 41.3

Benefits/FinancialAssistance 332.4

373.5

Budget 2019-20

Operating costsThe following pie chart shows the allocationofthebudget:

Staff and related costsStaffnumbersarebudgetedtodoubleoverthe12-monthperiodtoMarch2020.This includesLocalDeliverystaffbeingrecruitedtobebasedthroughoutScotland,as well as additional staff in our Dundee Head Office and our Glasgow office to help delivertheadditionalformsofbenefitpaymentsplannedtogoliveduring2019-20.

Goods and Services £17.9m

Goods and Services Staff and related

costs £23.6m

Goods and services This will cover the costs of administering the various benefits, running our Dundee Head Office and our Glasgow office, and services provided by otherorganisationsincludingtheDepartmentforWorkandPensions.

Dundee Glasgow Other

43%57%

Staff Location

750

400

219

22

149

750

Inner Ring: March 2019 Outer Ring: Fully Operational

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COMMS/BusinessPlan2019-2020/V1.0/June2019

Social Security Scotland Second Floor Dundee House 50NorthLindsayStreet Dundee DD1 1QE

Youmayre-usethisinformation(excludinglogosandimages)freeofchargeinanyformatormedium,underthetermsoftheOpenGovernmentLicence.Toviewthislicensevisit:www.nationalarchives.gov.uk/doc/open-government-licenceoremail:psi@nationalarchives.gov.ukWherewehaveidentifiedanythirdpartycopyrightinformationyouwillneedtoobtainpermissionfromthecopyrightholdersconcerned.

Further copies of this document are available on request, in audio and visual formats, largeprintandincommunitylanguages.Anyenquiriesregardingthisdocument/publicationshouldbesenttousat:[email protected]

ThisdocumentisavailableontheSocialSecurityScotlandwebsite:socialsecurity.gov.scot.PublishedbySocialSecurityScotland,June2019.

Contact us

08001822222

mygov.scot

@SocSecScot

Social Security Scotland

TextRelayService:18001+03002444000(serviceforthehardofhearing).

If you are a British Sign Language (BSL) user, you can contact us via our national BSL videorelayserviceContactScotland-BSL.Visit: contactscotland-bsl.org/device-direct/

Thisdocumentcanbeprovidedinaudio,Braille,easyread,largeprintor alternativelanguagesbycalling08001822222.

www.socialsecurity.gov.scot

www.mygov.scot

http://contactscotland-bsl.org/device-direct/

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